Developing the Framework of Tacit Knowledge Externalization in International Construction Projects

Abstract

Although tacit knowledge management has gained increasing attention in international construction projects, little effort has been devoted to the externalization of tacit knowledge for project managers and members. This research aims to explore various factors that affect the process of tacit knowledge externalization (TKE) in international construction projects and analyze the influencing mechanism and degree of these factors on the externalization effect. Based on the comprehensive literature review and in-depth investigations, a theoretical model and ten hypotheses were established. Then, data collected from 302 respondents were used to test the model and hypotheses. The results indicated that the differences among project members (i.e., culture distance and knowledge distance) reduce members’ willingness to convert tacit knowledge, which negatively impacts the externalization effect. Furthermore, organizational management (i.e., organizational climate and incentive mechanism) plays an active role in increasing members’ externalization willingness. Incentive mechanism and information technology are beneficial to increasing the coding level of knowledge, which positively impacts the externalization effect. Moreover, a strong willingness to convert tacit knowledge helps enhance the coding level of knowledge, thereby improving the effect of TKE. This study advances previous research by developing a framework for TKE in international construction projects, thereby offering recommendations for project managers and members to promote the externalization process.

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